It's important to question the narrative that foundation model companies will dominate the market. There are still opportunities for innovation outside of these models, and it's essential to avoid falling into a cynical mindset that stifles creativity.

I chose a subscription-based model because it aligns with the benefit users receive from having more users, and it's a common practice in our industry.

Creating a business model that allows for free distribution of a product can lead to significant revenue through subscription services, as demonstrated by the antivirus software model.

It's essential to probe deeper into the problems your users face, rather than just focusing on how your product solves them.

Building a great product is important, but startups must also focus on how to acquire customers effectively; a self-service interface alone is not a sufficient strategy.

When testing for product-market fit, it's essential to ask customers deep, probing questions to truly understand their problems and needs.

Charging customers is essential for validating your product's value. Offering free trials can be tempting, but if customers aren't paying, they aren't truly customers. Resist the fear of rejection based on price.

You can have a disruptive business model that can change the game, even if your product isn't great.

To avoid disruption from lower-cost competitors, it's vital to understand customer perspectives and ensure that the business model is sustainable and capable of delivering value over time. I think it's important to have a growth mindset and be humble, whether in front of customers or internally. When meeting with a customer, we should be there to learn about their problems, not to teach them how to do things.